1

Communicate the Mission

BSBMGT605 Provide leadership
across the organisation
Session 1
TAS-AT-V2-04062018 © International College of Tasmania
Purpose of this presentation 2

At the end of this session, you should know how to:

• determine the mission
• determine strategic requirements
• select an appropriate communication method
• communicate the strategy.

TAS-AT-V2-04062018 © International College of Tasmania

 Determine the mission
3

Vision Mission Core Action Goals Strategy

Values Plans
• Where does • What does • What is • How will the • How will the • How will the
the the company most organisation organisation dream
organisation do and why? important fulfill its know if it is become a
want to go? to the mission and heading in reality?
organisation go towards the right
? its vision? direction?
•

TAS-AT-V2-04062018 © International College of Tasmania

Determine strategic requirements4
• Correct strategies A B
The
The Present
Present The
The Desired
Desired
should lead to Situation
Situation Future
Future
What's
What's going
going on?
on? Where
Where do
do we
we want
want
improvements in the Where to
to be?
be? What
What are
are
Where are
are we
we
organisation. now?
now? our
our aspirations?
aspirations?

• Involve all C D
departments.
The
The Hypothesis
Hypothesis The
The Methods
Methods and
and
What
What things
things
Resources
Resources
can
can we
we do
do to
to How
How do do we
we make
make
get
get there?
there? itit happen?
happen?

TAS-AT-V2-04062018 © International College of Tasmania

Three level of Strategy 5

• Corporate stategy
• Business strategy
• Functional strategy.

TAS-AT-V2-04062018 © International College of Tasmania

The ABCD model 6
A
The presenter B The Desired
Situation Future

C D
The Method and
The Hypothesis
Resources

TAS-AT-V2-04062018 © International College of Tasmania

Acknowledging legislation and
Industry standards 7

• Work health and safety regulation.

• Privacy Regulation.
• Equal opportunity.
• Anti-discrimination.
• Workplace agreement.

TAS-AT-V2-04062018 © International College of Tasmania

Select the communication method8
Choose a method of communication that fits the
organisation and situation’s culture and needs.

Feedbac
Encoder Decoder Medium Message Noise
k

TAS-AT-V2-04062018 © International College of Tasmania

Communicate the strategy
9

• Prepare before you communicate.

• Good communication requires consideration of the:
• encoder (you)
• decoder (your audience)
• medium (the method of communication)
• message (what is communicated)
• feedback (from the audience)
• noise (interruptions to communication).
TAS-AT-V2-04062018 © International College of Tasmania
Progress check 10

You should now be able to:

• determine the mission
• determine strategic requirements
• select an appropriate communication method
• communicate the strategy.

TAS-AT-V2-04062018 © International College of Tasmania

 Influence Groups11 and
Individuals
BSBMGT605 Provide leadership
across the organisation
Session 2
TAS-AT-V2-04062018 © International College of Tasmania
Purpose of this presentation 12
At the end of this session, you should know how to:
• build trust
• implement change
• master decision-making.

TAS-AT-V2-04062018 © International College of Tasmania

Build trust 13

Ability Integrity Empathy TRUST

To build trust you must have the:

• ability to do what is required of you
• integrity to do what you say you will do and behave
ethically
• empathy to care about the people around you.
TAS-AT-V2-04062018 © International College of Tasmania
Crucial areas impact the level
of trust 14

1. The organization’s vision.

2. The organization’s values.
3. The compensation system.
4. Personnel decision.
5. The work environment.

TAS-AT-V2-04062018 © International College of Tasmania

Organisational change 15

What style of change

Who will be
How much change process is needed to
affected by the
is needed? implement the
change?
change?

what time and

resources are How much of this
available to change can be What does successful
implement the achieved alone? change look like?
change?

TAS-AT-V2-04062018 © International College of Tasmania

Four styles of change
management 16

• Collaborative

• Consultative

• Directive

• Coercive

TAS-AT-V2-04062018 © International College of Tasmania

Implement change
Fine
tuning

17
Change
Incremental
adjustment

scale
Change strategies:
• participative evolution Modular
transformation

• charismatic transformation
• forced evolution Corporate
transformation

• directorial transformation.

Styles of change management

Collaborative Consultative Directive Coercive

TAS-AT-V2-04062018 © International College of Tasmania

Understanding the global
environment 18

Economic Political

Yo Socio-
u culture

International
technolo
gical

TAS-AT-V2-04062018 © International College of Tasmania

Quinn’s Logical Incrementalism
19
Sense the Deal with
Build comfort
need opposition

Increase Broaden
Trial concepts
understanding support

Build Introduce Develop

awareness solutions commitmet

Develop new Legitimise

Review Commit
symbols views
TAS-AT-V2-04062018 © International College of Tasmania
Master decision-making
20
• Create a good, coherent decision making culture.
• Include stakeholders in the decision making process.
• Six steps of making an effective decision:
1. Create a constructive environment.
2. Generate good alternatives.
3. Explore these alternatives.
4. Choose the best alternative.
5. Check your decision.
6. Communicate your decision and take action.
TAS-AT-V2-04062018 © International College of Tasmania
Decision-making culture 21

1) Shared understanding.
2) Shared mindset.
3) Shared agenda.
4) Shared beliefs.
5) Shared norms.

TAS-AT-V2-04062018 © International College of Tasmania

Types of decision-making 22

• Routine decision
• Non-routine decision
• Strategy decision.
• Tactical decision
• Operational decision

TAS-AT-V2-04062018 © International College of Tasmania

  Identifying stakeholders 23
Employees, shareholders, trustees, managers,
directors, etc.

 Prioritise your stakeholders

Develop a list of people and organizations that are
affected by your vision and strategy.

 Understanding your key stakeholders

You need to anticipate how your key stakeholders are
likely to respond to your ideas and decisions for
change implementation.

TAS-AT-V2-04062018 © International College of Tasmania

Exploring the alternatives 24

A. Feasibility
Some tools of identifying risk could be
fishbone diagrams, flow charts for
feasibility issues.
B. The risk
C. The implications of each alternatives.

TAS-AT-V2-04062018 © International College of Tasmania

Progress check 25

You should now be able to:

• build trust
• implement change
• make good decisions.

TAS-AT-V2-04062018 © International College of Tasmania

 Team Building
26
BSBMGT605 Provide leadership
across the organisation
Session 3

TAS-AT-V2-04062018 © International College of Tasmania

 Purpose of this presentation 27

At the end of this session, you should know how to:

• build teams
• empower people
• resource teams
• manage teams.

TAS-AT-V2-04062018 © International College of Tasmania

Understanding team
development 28

Forming Conforming Storming

Norming Reforming
Performin
g
Adjourning Mourning

TAS-AT-V2-04062018 © International College of Tasmania

 Stages of team development29
Build teams
• A team is a group people
Orientation
with complementary skills
committed to a common
purpose.
Dissatisfaction
• It is important that this
purpose is understood and Integration
members are in roles suited
to their skills.
Production

TAS-AT-V2-04062018 © International College of Tasmania

Stages of empowerment 30

Fully empowered

Somewhat empowered

Somewhat
unempowered

Unempowered

TAS-AT-V2-04062018 © International College of Tasmania

 Empower teams 31

• Empower through decision making:

• consensus in decision making builds commitment.

• Empower through delegation. ‘Alignment is

the
necessary
condition
before
empowermen
t.’
TAS-AT-V2-04062018 © International College of Tasmania Peter Senge
 Resource teams 32

• Identify the needs of the team.

• Collaborate with other teams.

Time

People

TAS-AT-V2-04062018 © International College of Tasmania

 Manage teams 33

• Comparing team performance.

• Use technology.

• Encourage innovation.

• Create a positive work environment.

• Manage conflict resolution.

TAS-AT-V2-04062018 © International College of Tasmania

 Skills for conflict resolution 34

Win-win Creative Empathy Appropriate

approach response assertiveness

Co-operative Managing Willingness Mapping the

power emotions to resolve conflict

Development Broadening
Negotiation Mediation
of options perspectives

TAS-AT-V2-04062018 © International College of Tasmania

 Progress check 35

You should now be able to:

• build teams
• empower people
• resource teams
• manage teams.

TAS-AT-V2-04062018 © International College of Tasmania

 36
Growing as a Leader
BSBMGT605 Provide leadership
across the organisation
Session 4

TAS-AT-V2-04062018 © International College of Tasmania

 Purpose of this presentation 37

At the end of this session, you should know how to:

• develop character
• develop competency
• develop capacity.

TAS-AT-V2-04062018 © International College of Tasmania

 Develop character 38
Model ethical behaviour: Some of the qualities that
• be as objective as possible
make up character
• consider the core values of
the organisation
• take previous situations Ethics

into account
Courage
• plan for the long term Integrity
• hear all the sides of a story Character
• consider the consequences
of your actions for all Empathy Self-
awareness
• use your authority properly.

TAS-AT-V2-04062018 © International College of Tasmania

Ethical behaviour approaches 39

The The fairness

The right
utilitarian of justice
approach
approach approaches

The common
The virtue
good
approach
approach
TAS-AT-V2-04062018 © International College of Tasmania
 Develop competence 40

Self-aware Others-aware
●
Stage One ●
Stage Two • Stage One • Stage Two
Unconscious Conscious Structuring Resolving
Incompetence Incompetence
Unaware Aware High High
that I am that I am direction direction
ineffecti ineffecti but low and high
ve ve support support

Unaware Aware Low High

that I am that I am direction support
and low but low
effective effective support direction
●
Stage Four ●
Stage Three • Stage Four • Stage Three
Validating Collaboratin
Unconscious Conscious g
Competence Competence

TAS-AT-V2-04062018 © International College of Tasmania

 Develop capacity 41

 Capacity is a limiting
factor in personal and
organisational
effectiveness. Purpose Goals Communication

 Expand the capacity

Roles Flexibility Decision making
of the whole organisation
not just yourself. Conflict
Morale performance
resolution

Areas to continually
improve in to increase capacity
TAS-AT-V2-04062018 © International College of Tasmania
Professional development 42

1. Personal reflection.

2. Seek feedback.

3. Set objectives.

4. Develop an action plan.

5. Keep a reflective journal.

TAS-AT-V2-04062018 © International College of Tasmania
 Progress check 43

You should now be able to:

• develop character
• develop competence
• develop capacity.

TAS-AT-V2-04062018 © International College of Tasmania